Emphasis on listening to all stakeholders and academics needed that was not prevalent in the Varley administration

-Written by a non-politically affiliated Educator in the Community

On October 29th, 2024, the Berkeley Heights Board of Education (BHBOE) unanimously approved Dr. Kim Feltre as Superintendent of Berkeley Heights Public Schools (BHPS), effective January 1st, 2025. Below are five goals, with two to four subgoals each, which are a set of recommendations for Dr. Feltre in no particular order:

The first six months is truly a listening process: 

• Administrators and teachers: The prior Superintendent (Dr. Melissa Whitfield-Varley), other than the Social Studies/World Language Supervisor Mr. Steven Hopkins for the most part, did not listen to most other administrators nor all other teachers. During the 2021 elementary school redistricting process, dozens of teachers were unnecessarily transferred to grade levels and buildings that they did not request to be moved to (in some cases, teachers received the opposite placement of what they requested). On a more micro level, changes were made in 2022 and 2023 that were less transparent that resulted in mass BHPS teacher and administrative turnover. Going forward, we would recommend that Dr. Feltre is more collaborative with Principals, Supervisors, and teachers more than Dr. Varley was.

• Parents/families: This process also includes listening to parents and perhaps having at least one in-person and one virtual informal Open House outside of a BHBOE meeting. Parents should have an insight (and should be involved in the process) when it comes to academics.  The BOE can also understand that the PTO cannot be viewed as a legitimate voice for all parents given the politicization of roles and tactics used against members under both Angela Penna and Deb Terrero.  In order for policies to legitimately be viewed as community informed, it cannot just involve PTO leadership that have historically supported anything put forward by Administrators.  Which leads us to…

Focus on core academics:

• Mathematics/English Language Arts: The elementary schools have half a Math Specialist (one split between two schools) and one full-time Reading Specialist. A Reading Specialist was added at Columbia Middle School (CMS) in last year’s budget cycle. Ensuring these individuals receive continuous professional development and that these individuals can train the teachers is a must to maintain and raise high standards. See Goal 4-A regarding staffing here.
  

• Intervention and Referral Services (I&RS): Following up on Goal 2-A, ensuring that elementary school services continue in the middle school and the high school (some already do) and students do not lose these services entering Grade 6. Additionally, the scheduling of these services is important. A proposed schedule at Westfield’s intermediate schools (middle schools) highlights time set aside where students are pulled from a study hall and not class for I&RS services.

• Science: The science state testing scores (NJSLA) have been abysmal throughout the state. Identifying key concepts on the science state test and ensuring strengths in the BHPS science program, especially in Grades 5, 8, and 11 (when science is tested) will be a benefit not only to all students but to Advanced Placement (AP) success as well. Speaking of AP success…

• Enrichment/Gifted program: Ensuring a connection between the elementary gifted program (QUEST) currently offered in Grades 4 and 5, the honors/enriched classes at CMS, to Advanced Placement (AP) courses at Governor Livingston High School (GLHS) for a broader ‘gifted’ program will increase retainment of students at BHPS (versus leaving for private school) and attract new families to move in for great schools.

Keeping money in the classroom: Following up on academics…

1. 1. Schools rankings: Ranking factors come primarily from academics, college curriculum breadth, and college readiness (see Goal 3-B). Dollars have to be stabilized or decreased on the “extras” of athletics, school security, and upper administration, but more in the classroom (related to Goal 2). However, increasing support outside of the classroom will lead to academic strengths of students, which leads us to…
   2. Guidance/School counseling: If students are not mentally well, then they will not be academically well. The one district Student Assistance Counselor (SAC), who handles crisis intervention and drug-related issues, is split four days at GLHS and one day at CMS. Adding a full-time Student Assistance Counselor at CMS will provide more assistance to existing Counselors who already have a 200-to-1 student-to-counselor ratio and have one SAC in each secondary school. Additionally, Dr. Ashley Janosko, Director of Guidance, proposed adding the position of a College and Career Counselor at the November 14th, 2024 BHBOE meeting. Adding a College and Career Counselor (which the high schools in Summit, Millburn, and Livingston already employ) could support the competitive postsecondary search and admissions process.

New teaching positions, not administrators positions: These positions can include teacher-leadership positions.

1. 1. 1. Current teaching positions: As stated in Goal 2-A, one Math Specialist is split across two elementary schools. Therefore, could a total of four Math Specialists at the early childhood/elementary level be beneficial for students? Alternatively, would an addition of one Math Specialist at CMS be more beneficial? Ultimately, instead of adding positions, would it be better to change, retool, and strengthen approaches to teaching through added district-wide professional development in the annually adopted school calendar?
      2. Not adding to the administrative bubble: The thought of not reinstating a full-time Assistant Superintendent position was analyzed, but the job was posted last month for an April 1st, 2025 start date. An example of a recently added position, the Director of Elementary of Intervention for the 2020-21 school year and forward, was a cost increase of $160,000+ at one point (based on salary). Would this position have been better off if each of the four elementary buildings had a “lead teacher,” such as a Math or Reading Specialist with a stipend and reduced workload to work with Central Office administration on K-5 curriculum. The district already assigns a “teacher in charge” in each elementary building. This would have led to a cost savings of at least $100,000 annually and increased teacher-leadership opportunities (connected to Goal 4-A).

Supporting a referendum:

There was discussion at the December 12th, 2024 BHBOE meeting regarding a referendum in 2026. Subgoals include:

• Election day: Placing the referendum on November election day to increase the turnout and therefore the probability that as many residents as possible have their voice heard. The recent Scotch Plains-Fanwood referendum failed being held on a Tuesday in September (among other reasons, see below)

• Comparing to towns with nearly same population: The Scotch Plains-Fanwood referendum was much larger with a $115 million pricetag. Looking at the successful referendums in New Providence ($22 million in 2022) and in Madison ($79 million in 2023), the BHPS referendum should be closer to New Providence than Madison.

• Separate questions: The Madison referendum had three questions, with the “need to haves, not nice to haves” first question passing by the widest margin of all three questions. With nearly all BHPS schools nearing 70 years old, and Central Office built prior to that, there are essential upgrades needed that are difficult to squeeze into the annual operating budget. A subsequent question (or questions) can include funds for renovated Media Centers, STEM rooms, science labs, athletics and wants-not-needs upgrades that voters can decide if they are necessary or not.

Last, we have confidence that any Superintendent going forward will avoid mistakes of the previous Superintendent including hiring your own daughter to an in-district position. 

NJ21st allows for confidential articles from non-administrators of local public entities whose careers would be affected because of their efforts in informing the public. NJ21st also allows contributions from members of non-profits whose positions as volunteers would be in jeopardy as a result of sharing their positions. In the case of the latter, the non-profit the writer is associated with will be identified. We have confirmed the source of this article, know their location and full name and have had face to face contact with the individual.

NJ21st does not profit from its content, does not accept money for campaign or business advertisements and is not run by a corporation. We welcome content from ALL residents, regardless of political affiliation as long as they work or reside in the 21st District and abide by our terms.

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